Business
Human Resource Flow
Human resource flow refers to the movement of employees into, within, and out of an organization. It encompasses processes such as recruitment, onboarding, training, career development, and offboarding. Managing human resource flow effectively is crucial for ensuring the right talent is in the right place at the right time, and for maintaining a skilled and motivated workforce.
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eBook - PDFHuman Resource Management in Project-Based Organizations
The HR Quadriad Framework
- K. Bredin, J. Söderlund(Authors)
- 2011(Publication Date)
- Palgrave Macmillan(Publisher)
When it comes to the management of boundary-crossing flows, recruitment and selection are core activities. Moreover, the increased use of temporary workforce, flexible contracts (free agents), and strategic collaborations with consulting agencies (intermediary solutions) have come to be a paramount aspect of the management of flows. This has created new forms of “boundary-spanning” human resources and “boundaryless careers” which put greater pressure on organizations to develop their HRM practices concerning the man- agement of flows (Arthur and Parker, 2002; Ekstedt, 2002; Garsten, 2008; Weick, 1996). Managing internal flows concerns the internal mobility of human resources. For this book, the flow between line units and project teams, and from one project team to another, is of particular interest. Although the temporary and cross-functional features of the project-based organization, discussed in Chapter 2, highlight the intense and continuous flow of human resources, only a few studies have addressed how this flow could be managed from an HRM point of view (see, e.g., Huemann et al., 2004). Nevertheless, we believe that a well-managed flow (boundary-crossing as well as inter- nal) is critical – not only for the organization’s capability to ensure the continuous supply of human resources but also for maintaining mutually beneficial relationships between mobile workers, be it free agents, intermediary consultants, or permanently employed project workers, and the organizations that benefit from their services. Performance: In a way, of course, all four practice areas aim at enhancing and improving the individual’s performance – directly or indirectly. In this area, we include (1) influencing the design of work settings and support in order to ensure that people get the proper work con- ditions to perform a good job, and (2) appraisal and feedback sys- tems, which in turn are closely tied to reward systems. With regard
- Charles Wankel, Charles B. Wankel(Authors)
- 2007(Publication Date)
- SAGE Publications, Inc(Publisher)
56 55 H UMAN R ESOURCES M ANAGEMENT IN THE 21 ST C ENTURY D AVID L EWIN University of California, Los Angeles H uman resource management consists of the attrac-tion, selection, retention, utilization, motivation, rewarding, and disciplining of employees in or-ganizations—in short, the management of people at work. During the last century or so, profound shifts have occurred in the industrial mix of the economy, the nature and extent of competition, and the types of work that employees perform. In particular, economic activity has shifted from agriculture to manufacturing and from manufacturing to services, with more and more employees performing relatively higher level analytical, professional, and technical work, and fewer employees performing relatively low-level, low-skill, and manual work. In the wake of these shifts, it has become common for businesses to claim that they (increasingly) compete based on intellectual or human capital rather than physical capital or “hard” assets (Pfeffer, 1994). The phrase “human resource management,” which supplanted the earlier “personnel management,” conveys a sense of these shifts in that employees—people—are viewed as resources whose active management can posi-tively contribute to organizational success. In this sense, human resources are akin to customers, financial resources, operating systems, and technology, each of which consti-tutes a main input into organizations, which then mix and transform these inputs for the purpose of producing major outputs—generically, goods and services and combinations thereof. The quantity and quality of such goods and services are constrained by (operate within the context of) an organi-zation’s strategic objectives. In companies, these objectives typically include rate of return on invested capital, revenue growth, market share and, if publicly traded, share price.
No longer available |Learn more- (Author)
- 2014(Publication Date)
- College Publishing House(Publisher)
Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the company. • Workforce planning • Recruitment (sometimes separated into attraction and selection) • Induction, Orientation and Onboarding • Skills management • Training and development • Personnel administration • Compensation in wage or salary • Time management • Travel management (sometimes assigned to accounting rather than HRM) • Payroll (sometimes assigned to accounting rather than HRM) • Employee benefits administration • Personnel cost planning • Performance appraisal • Labor relations ____________________ WORLD TECHNOLOGIES ____________________ Workforce planning Strategic Workforce Planning is the business process for ensuring that an organization has suitable access to talent to ensure future business success. Access to talent includes considering all potential access sources (employment, contracting out, partnerships, changing business activities to modify the types of talent required, etc.). By talent is meant the skills, knowledge, predisposition and ability to undertake required activities including decisions making. Strategic Planning considers the business risks concerning insufficient, disrupted, mis-deployed talent on the organization's business priorities. Workforce planning is considered an iterative discipline. The cycle of workforce planning includes filling resource requests, analyzing resource utilization, forecasting capacity, managing and identifying the resources (human) to fill that capacity, and then re-starting the cycle. Strategic Workforce Planning is analogous to the treasurer role which is concerned with ensuring the organization has suitable access to working capital.
- Surbhi Jain(Author)
- 2023(Publication Date)
- Society Publishing(Publisher)
In return, they are paid a wage, salary, bonuses, commissions, and a host of other benefits. Human resources pertain to firms, sectors, industries, the civil service, and the economy. Actualizing human potential (Figure 4.1) is the goal of human resource managers. Figure 4.1. Process of transitioning from administration and towards actual- izing human potential. Source: Wikimedia Commons. Understanding and Appreciating Human Resources 93 Human capital has emerged as a narrower concept that focuses on the skills and knowledge that people have (Adebisi, 2013; Aguinis and Kraiger, 2009; Ahmad and Schroeder, 2003; Alshallah, 2004; Anyim et al., 2011; Araujo and Sofield, 2011). Similar concepts include labor, manpower, associates, personnel, and people. An effective organization values people. Most advanced organizations will deploy a human resources department which is responsible for various aspects of employment and human resource management. Examples of key tasks include employment standards, compliance, benefits, administration, interviewing, filing, offboarding, and talent acquisition. In performing this rule, the human resource managers will act as a key link between the executive team and frontline staff. Given the technical demands of employment law and industrial relations, organizations require competent and experienced people to undertake the role of human resource management. There is an employment life cycle that is marked by key events and processes (Leggett, 2007; Lengnick-Hall et al., 2009; Li et al., 2006; Loundes, 2001; Manzoor, 2011; Martin and LaVan, 2010). In turn, these events and processes are overseen by the human resource management team. Sometimes, there is tension between the goals and methods of the line manager and those of the human resource management team. Because the human resource managers are experts in the law and employment relations, they will often be given credence.
eBook - PDFStaffing the Contemporary Organization
A Guide to Planning, Recruiting, and Selecting for Human Resource Professionals
- Donald L. Caruth, Gail D. Caruth, Stephanie S. Pane(Authors)
- 2008(Publication Date)
- Praeger(Publisher)
2 Human Resource Planning 117 DEFINITION OF HUMAN RESOURCE PLANNING Human resource planning may be defined in several ways. It may be thought of as (1) “a process and set of activities undertaken to forecast an organization’s labor demands (requirements) and internal labor supply (availabilities), to com- pare these projections to determine employment gaps, and to develop action plans for addressing these gaps”; 3 (2) “a systematic process for setting policies governing the acquisition, use, and disposition of personnel in order to achieve organizational objectives”; 4 or (3) the “process of determining the human re- source needs of an organization and ensuring that the organization has the right number of qualified people in the right jobs at the right time.” 5 Some common threads are apparent in these definitions. First, human resource planning is a pro- cess, an ongoing activity. Second, the purpose of human resource planning is to aid the organization in reaching its goals and objectives. Third, human resource planning is not haphazard; it is a systematic, analytical activity. And fourth, the goal of human resource planning is to have the right people in the right jobs at the right time. By combining these definitions and their common elements, human re- source planning can now be more specifically defined as a systematic, ongoing activity that ensures that an organization has the right number and kind of people in the right jobs at the right time so that the institution can achieve its stated objectives. STRATEGIC BUSINESS PLANNING AND HUMAN RESOURCE PLANNING The determination of future human resource requirements logically stems from the organization’s strategic business plan. This is the document that identi- fies the direction in which the firm intends to move, in the long run as well as the short run.
eBook - PDF- Brian Atkin, Adrian Brooks(Authors)
- 2021(Publication Date)
- Wiley-Blackwell(Publisher)
70 Chapter 4 of personnel from one organization to another, for example, from an in-house arrangement to an outsourced arrangement. Legislation exists in many countries to safeguard the interests of personnel to the extent that they are not treated unfairly by the transfer of their employment to another organization. Human resources planning Human capital The requirement for any change in an organization’s current HRM practices will depend upon the extent to which services are to be retained in-house, outsourced or brought back in-house, as well as the policies, practices and procedures that are currently in place. Most organizations would probably have already considered many of the issues highlighted in this chapter. The sections that follow act primarily as a check against the main aspects of HRM that have to be reviewed when change is being considered. Of particular importance is the need to seek specialist advice on the current position in regard to the transfer of personnel – this is outlined in a later section. Any significant change in the number of services that are provided in-house or outsourced will have an impact on the structure of the FM organization and the demand organization, albeit to a lesser extent. In the case where all services are outsourced, the FM organization is required to control and coordinate the activities of an external multi-service provider or providers. In this instance, the role changes from direct or hands-on management of service delivery to the management of the output of others; that is, performance measurement in relation to deliverables. The main management tasks then become the definition and development of facility management strategy, policy and procedures and the management of the respective contracts.
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